From the Midwest SharePoint Conference, discusses the steps a company needs to take to implement clear and usable reporting and analytics tools.

2. Key Steps for Planning a
Successful Business Intelligence
Dashboard Project
Dean Furness
Director – Business Intelligence
Quilogy

4. Why?

5. …So we can…

6. CURRENT BUSINESS ENVIRONMENT
New Direction,
No Buildup; No
Program, Leader,
Accumulated
Event, Fad, or
Momentum
Acquisition
Disappointing
Reaction without
Results
Understanding
“The Doom Loop”
Jim Collins, Good to Great (New York: Harper Collins, 2001), 179.

7. STRATEGY MEETS TECHNOLOGY
Misalignment of Decision Making
Organizational Alignment
BI Implementation

8. CURRENT BUSINESS ENVIRONMENT
Frequency and Impact of Decisions
Tactical Operational Strategic
Number of Decisions
Strategic Impact
Bruno Aziza and Joey Fitts, Drive Business Performance (John Wiley & Sons, 2008), 28.

9. BI to Drive Culture
Culture of Performance
Power to Compete
Execute on Strategy
Plan for Success
Move Beyond
Gut Feel
Increase
Bruno Aziza and Joey Fitts, Drive Visibility
Business Performance (John Wiley &
Sons, 2008), 10.

10. Use Strategy to Define ‘Why’
FINANCIAL
To succeed financially, how should
we appear to our stakeholders?
INTERNAL BUSINESS
Vision &
CUSTOMERS PROCESSES
To achieve our vision, how To satisfy our shareholders
Strategic
should we appear to our and customers, what
Themes
customers? business processes must
we excel at?
LEARNING & GROWTH
To achieve our vision, how will we
sustain our ability to change and
improve?
Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996).

11. Mission, Vision, Values
To inspire and nurture the human spirit— one
person, one cup, and one neighborhood at a
time.
To refresh the world…
To inspire moments of optimism and happiness…
To create value and make a difference.
To help people and businesses
Our mission is to bring the Teddy Bear to
throughout the world realize their
life. An American icon, the Teddy Bear
full potential. brings to mind warm thoughts about our
childhood, about friendship, about trust
and comfort, and also about love. We
embody those thoughts in how we run our
business everyday.

12. STRATEGIC VISION & PLAN

13. STRATEGIC PERFORMANCE DASHBOARD
EMPLOYEE OPERATIONAL CUSTOMER FINANCIAL
QUALITY
SATISFACTION EFFICIENCIES SATISFACTION PERFORMANCE

14. EMPLOYEE OPERATIONAL CUSTOMER FINANCIAL
QUALITY
SATISFACTION EFFICIENCIES SATISFACTION PERFORMANCE
STRATEGIC PERFORMANCE DASHBOARD

15. EMPLOYEE OPERATIONAL CUSTOMER FINANCIAL
QUALITY
SATISFACTION EFFICIENCIES SATISFACTION PERFORMANCE
STRATEGIC PERFORMANCE DASHBOARD

16. OPERATIONAL PERFORMANCE DASHBOARD
GROSS
PERFORMANCE
REVENUE - PRODUCTIVITY FIXED COSTS
FINANCIAL
OUTPATIENT
GROSS LABOR COSTS
REVENUE - AS A % OF SUPPLY COSTS
INPATIENT NET REVENUE
OVERTIME
LEGAL &
PREMIUM
PAYER MIX CONSULTING
HOURS COSTS
PURCHASED
LABOR
ED PATIENTS
SATISFACTION
TURNAROUND PENDING
CUSTOMER
PLACEMENT
TIME PERF
PATIENTS
OVER 30 DAY
CUSTOMER
LOS
SATISFACTION
HOURS
PATIENTS
HELD IN ED
READMISSION MORTALITY
RATIO
PERCENTAGE
QUALITY
SERIOUS
COMPLICATION
SAFETY EVENT
RATIO
(SSE) COUNT
DAYS SINCE RED LIGHT /
LAST SSE GREEN LIGHT
OR LATE
DAILY MRI REVENUE MRI VOLUME
OPERATIONAL
EFFICIENCIES
MRI VOLUME STARTS, ROOM
PER HOUR
CENSUS PER HOUR TURNAROUND
ICU BEDS
CT REVENUE CT VOLUME AVERAGE OR
PER OPEN
CT VOLUME HOUR TURNAROUND
PER HOUR
CRITICAL CATH CATH LAB CATH
PATIENT CARE PHYSICIAN CUT
PROCEDURE REVENUE PER PROCEDURE
SYSTEM TO CLOSE TIME
VOL PER HOUR
VOLUME HOUR
DOWNTIME
SATISFACTION
EMPLOYEE

17. ROI for BI? Operational
Performance
People Sales
Performance Performance
Financial Performance
What decisions are made to impact operational,
sales, or people performance?
…Build a roadmap to address these challenges
for your organization…

18. What?

19. Take a Look in the Mirror
Source: http://www.tdwi.org/publications/display.aspx?ID=7199

20. User Population and Needs
Agility Accountability Alignment
Personal BI Team BI Corporate BI

21. Know your Landscape

22. Business + Technology = What

23. How?

24. First, Understand it’s a Process
BI as a Process (Service) BI as a Project
• Long Term ‘Living’ • Start & Finish
Roadmap • Defined
• Phases = Milestones – Scope
– Deliverables
• Budget?
– Milestones
• Support spreads across an
– Budget
organization over time
• Easily Silo’ed
• Business Themes Direct
• Tend to be ‘Technology
Priorities
First’

25. Focus on Continuous Delivery
BI
Roadmap
Architecture & Phase 2 Phase 3 Phase 4 Phase 5 Phase 6
Phase 1 Release

26. Demand Success – on Phase 1
• Rule #1: The data MUST be correct
• Rule #2: Apply Rule #1 on Day #1
• Know what ‘success’ is …
• Provide relevance to the data, and proper
targets
• Information must be ACTIONABLE
• Make the interface intriguing (design does
matter)

27. Use KPIs to Drive Action
• Use statistics to define
KPIs
– What makes a good
target?
– What defines ‘normal’
performance?
http://www.ifa.com/images/12steps/step8/f8-1.jpg

28. Design Matters
• 13 Common Dashboard Design Mistakes
– Exceeding the boundaries of the screen Consider 3 clicks
– Supplying inadequate context for the data Beware of the gauge!
– Displaying excessive detail or precision Considering a suffix
– Choosing a deficient measure Don’t hide things
– Choosing inappropriate display media Beware of the pie & map!
– Introducing meaningless variety No need to show off!
– Using poorly designed display media Legends, labels
– Encoding quantitative data inaccurately Bar graph y axis?
– Arranging the data poorly Consider a sequence
– Highlighting important data ineffectively or not at all Not everything needs a space
– Cluttering the display with useless decoration Logos, borders, etc.
– Misusing or overusing color Subtlety works
– Designing an unattractive visual display Focus on the data
Stephen Few, Information Dashboard Design (Sebastopol, California: O’Reilly Media, 2006), 50-76.

29. Drive Adoption
• What drives adoption?
– Ease of use, self-service
– Correct data, actionable data
– Data refresh and latency schedule
– Business user champion/owner
– Integration into daily/weekly work life
– Feedback mechanisms
– Continual improvement and new content
– Incorporate training into the solution

30. Statistics & Actionable
Dashboards

31. Resources
• “Mastering the Management System,” Harvard Business Review, January
2008.
• Jim Collins, Good to Great (New York: Harper Collins, 2001).
• Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston:
Harvard Business School Press, 1996).
• Robert S. Kaplan and David P. Norton, The Strategy Focus Organization
(Boston: Harvard Business School Publishing Company, 2001).
• Wayne W. Eckerson, Performance Dashboards (Hoboken, New Jersey: John
Wiley & Sons, 2006)
• Stephen Few, Information Dashboard Design (Sebastopol, California:
O’Reilly Media, 2006)
• Bruno Aziza and Joey Fitts, Drive Business Performance (Hoboken, New
Jersey: John Wiley & Sons, 2008)

32. Q&A